罗兰贝格咨询业绩介绍第一部分.docx

2002 annual press conferencePart I: 2001 / 2002 operating resultsMunich, September 18, 2002IndexA. 2001: A record year for Roland Berger Strategy ConsultantsB. 2002: Strong performance despite a difficult market environmentC. The five success factors of Roland Berger Strategy ConsultantsA. 2001: A record year for Roland Berger StrategyConsultants31. Roland Berger grew more than three times faster thanthe market in 2001 .16%3-5%Avge.Growth oftop 50 consultingcompanies in 2001Growth ofRoland Bergerin 2001. we outperformed the market yet again .2. . as we have been doing consistently for yearsRevenues EUR m+20% p.a.+16%433504168193+11% p.a.235273340Roland BergerConsulting market(1995 = 100)1995199619971998199920002001 Our clients reward our contribution to theirsuccess!3. Internationally .Revenue growth1999-2001 % p.a.USA+76%W. Europe ./. GERCEE+30%+24%Asia+68%Latin America+11%. Roland Berger is a front-runner and a winnerin the globalization trendConsultants are working for Roland Bergersinternational clients .2001 share %Sales from domestic clientsoperating in the domestic market24%Consultantsfrom Germany43%57%76%Sales from clients operatingglobally/internationallyInternationalconsultants of35 nationalities. in 32 offices in 22 countries across the globe!4. The Roland Berger balance sheet as of December,2001* solvent and financially soundAssetsFixed assetsCurrent assetsEURm31.4162.8%16.283.8LiabilitiesCapital stockAccrualsEURm36.778.3%18.940.3Work in progressCash, bank, securitiesAccounts receivableOther assets11.965.076.29.76.133.539.25.0 Pensions OtherAdvancesAccounts payable13.464.914.664.66.933.47.533.3 A/P goods and services Other (esp. taxes)12.452.26.426.9Total194.2 100.0Total194.2 100.0*) Financial statement audited by KPMG With profits growing at above average !5. Roland Bergers consultants: the key to oursuccess .Staff1,6501,5108285942341995937684253961,104754350971,204804400981,341912429991,03847220001,170 Consultants4802001Services through their extraordinary value addedRevenue per consultant in 2001 EUR 000McKinseyRoland BergerBoston Consulting GroupAT KearneyBain & CompanyBooz Allen HamiltonArthur D. Little480457430411360309280 High acknowledgement by our clients !Roland Berger consultants are highly educated, with adiverse range of backgrounds Consultants by course of study and degreeCourse of studyOther*DegreeMBANatural sciences/engineering8%40%52%EconomicsDualPh.D.16%20%48%Universitydegree*) Law, natural sciences, medicine, psychology, etc. but above all, they are professional and havepersonality and character .university degree 16% that facilitate their interdisciplinary teamworkINDUSTRYCCFUNC-TIONAL CCCorporateStrategyCorporateFinanceCorporateRestructuringOperationsStrategyConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsCorporateManagement/HRMarketing/Sales/BrandingConsultantteamsConsultantteamsConsultantteamsConsultantteamsIT-Strategy. within an open Competence Center organizationthat leaves plenty of room for specializationAutomotiveConsumerGoods/RetailFinancialServicesTrans-portationPublicServicesInfoComUtilities/Envi-ronmen.Serv.EngineeredProducts/HighTechPharma/Health careChemicals/OilWe cover all relevant top-management issuesRevenue structure by function 2001 %Marketing / Sales12%IT Strategy12%25%51%Corporate Strategy(incl. Corporate Finance,Restructuring, ManagementOrganization)Operations Strategy Creative strategies that work6. More than EUR 90 m or 18% of revenues wasinvested in knowledge and innovation in 2001 (1)Growth strategiesProductdevelopmentCorporate restructuringBrandingCRM (Client Relation Management)AcademicNetworkPh.D. and MBAProgram Cooperation with 16 university chairs in business /economics Joint product and issue development Further education for our consultants and consultingfeedback for academia Sabbaticals to obtain additional qualifications (paid leave) Intensive knowledge transfer between academia,consulting, and practice6. More than EUR 90 m or 18% of revenues wasinvested in knowledge and innovation in 2001 (2)Roland BergerFoundationEndowed chairs Focus: European management Objective: Developing/promoting innovative management concepts Chair in e-business and information technology at INSEAD, Fontainebleau Chair for innovative IT business models at the Technical University ofMunich Chair in entrepreneurship at the Brandenburg University of TechnologyCottbus Knowledge transfer between academia, consulting, and practice Key to our clients success and our consultantspersonal developmentB. 2002: Strong performance despite a difficultmarket environment161. The difficult market for management consulting Stagnating demand for consulting services in 2001/2002 Demand for consulting follows the global economic cycle Greater competition for remaining assignments Pressure on professional fees increasing demand for success fees Layoffs, especially among US and UK consultants Consulting quality increasingly becoming a key success factor The image of management consultancy is under scrutiny as a result ofpoor advice (Enron, K-Mart, Swissair) Clients reward concrete value creation, branding, professionalism,and work ethic. is not expected to recover before mid-2003 .2. but Roland Berger Strategy Consultants willcontinue to grow faster than the market in 2002 Growth rates in %2002 forecastRoland Berger2002 figures (forecast)21%2001 2002%8-10%2-3%Global Rolandconsulting Bergermarket overall5%Roland RolandBerger BergerGermany internationalSalesEUR mProfitEUR mafter bon.50470550 +8-1080 +14. and achieve a new excellent result!3. 2002: Continued strong investment in the future ofRoland Berger . Investment focus on our international growth strategy Rigorously continuing our investment in employees Expanding our international innovation activities in ourAcademic Network Continuously upgrading our knowledge management capacities viaBRAIN (Berger Research And Information Network) Increasing investment in “market and brand”. through the full commitment of our 168 Partners totheir company: Roland Berger Strategy Consultants4. Further successes in Roland Bergers internationalexpansion .Revenue growth in selected officesW. Europe ./. GER 15%CEE60%USA70%Asia50%Internationaloffices overall +21%. secure our leading position among the internationalstrategy consultancies2002 forecastC. The five success factors of Roland BergerStrategy Consultants211. More than 30 years of outstanding growth .Revenue growth, 1970-2001 EUR m504+18.2% p.a.019707580859095200020012. and above-average profit increaseProfit growth, 1970-2001 EUR m7027.2% p.a.019707580859095200020013. Roland Bergers shareholder value beats the markettrendShareholder value index/stock market indices 1990 = 100Roland Berger100Dow JonesDAX+12.9% p.a.+11.4% p.a.1990929496982000 01fair market value +16.4% p.a.4. We are at the top of the global league of strategyconsultants .Roland Berger market position, 2001WORLDEUROPEGERMANYCompanyMcKinsey & Co.A.T. Kearney*Boston Consulting GroupBain & Co.Booz Allen HamiltonRoland BergerArthur D. LittleMarketshare21%8%6%4%4%4%2%CompanyMcKinsey & Co.A.T. Kearney*Roland BergerBoston Consulting GroupArthur D. LittleBain & Co.Booz Allen HamiltonMarketshare20%9%8%8%7%6%5%CompanyMcKinsey & Co.Roland BergerBoston Consulting GroupA.T.Kearney*Bain & Co.Booz Allen HamiltonArthur D. LittleMarketshare26%21%13%12%6%4%3%*) incl. EDS-related projectsSource: Management Consultants International 2001, Roland Berger calculations. and one of the leading strategy consultanciesworldwideAmsterdamBarcelonaBeijingBerlinBrusselsBucharestBudapestBuenos AiresDetroitDusseldorfFrankfurtHamburgKievLisbonLondonM